1

For

per

sona

l use

onl

y

2

DisclaimerSilver Chef Limited has not considered the financial position or needs of the recipient in providing this presentation. Persons needingadvice should consult their stockbroker, bank manager, solicitor, attorney, accountant or other independent financial or legal advisor.

The presentation includes certain ‘forward-looking statements’ which are not historical facts but rather are based on Silver Chef’s currentexpectations, estimates and projections about the industry in which Silver Chef operates, and beliefs and assumptions regarding SilverChef’s future performance.

Words such as ‘anticipates’, ‘expects’, ‘intends’, ‘plans’, ‘believes’, ‘seeks’, ’estimates’ and similar expressions are intended to identifyforward-looking statements.

These statements are not guarantees of future performance and are subject to known and unknown risks, uncertainties and otherfactors, some of which are beyond the control of Silver Chef, are difficult to predict and could cause actual results to differ materiallyfrom those expressed or forecasted in the forward-looking statements.

Silver Chef cautions shareholders and prospective shareholders not to place undue reliance on these forward-looking statements, whichreflect the view of Silver Chef only at the date of this presentation. The forward-looking statements made in this presentation relate onlyto events as of the date on which the statements are made.

Silver Chef will not undertake any obligation to release publicly any revisions or updates to these forward-looking statements to reflectevents, circumstances or unanticipated events occurring after the date of this presentation except as required by law or by anyappropriate regulatory authority.

For

per

sona

l use

onl

y

3

Performancehighlights

• Strong growth in EPS and dividend returns on the back of record profit• Excellent growth in GoGetta rental asset base• Significant increase in group rental asset base including lease receivables• Strong performance from Canadian business in line with expectations• Substantial expansion to Company’s debt capacity to support future growth• B Corp accreditation providing strong outlook on future human capital within the Company

Financials

Strategy andoutlook

• Continue to deliver strong sector focussed growth in GoGetta• Maintain market position in Australia• Continued expansion in Canada and New Zealand markets• Leverage operating cost efficiencies through ongoing investment in systems and processes

1. Snapshot

FY15 FY14 ChangeRevenue ($ millions) 171.0 141.3 21%Rental assets (at cost) and lease receivables ($ millions) 358.4 299.0 20%NPAT ($ millions) 15.5 12.7 22%Net operating cash flows ($ millions) 103.2 89.4 15%Basic EPS 51.9cps 43.4cps 20%Dividend (fully franked) 36.0cps 30.0cps 21%

3

For

per

sona

l use

onl

y

4

2. Company overviewASX Trading Information

Share Price 21 Aug 15 $8.16

52-w Trading Range $5.64 - $9.43

Issued Shares 30.9m

Market Capitalisation $252.1m

Debt $141.1m

Cash / Term Deposits 30 June 15 $1.6m

Enterprise Value $391.6m

Funding Metrics

Gearing 62.7%

Net debt to net rental assets 64.2%

ICR 3.86x

Major Shareholders (at 14 May 15) Shares Interest

Allan English and Related Parties 9.0m 29.1%

Directors and Staff 1.2m 3.9%

Institutional Investors 9.6m 31.1%

Retail Investors 11.1m 35.9%

Silver Chef Customer Value Proposition

Low weekly rental payments

Frees up working capital

The ability to ‘try before you buy’

Upgrade at any time

Minimum 12 month agreement

Customer receives a 75% net rental rebate if they exercise theiroption to purchase

Simple, obligation-free application process

Key performance measures

Lost time injury frequency rate nil

Net promoter score 62

For

per

sona

l use

onl

y

5

3. Product offering and key features

RTB Retention LTR Advantage

Length of Contract 12 Months 12 Months 36 Months 48 Months

Operating / Finance Lease Operating Operating Finance Finance

Typical Rental Rate 5-6% per month 20% Discount off RTBrate

30% Discount off RTBrate 3.5-4.0%

Other Features n/a n/a n/a 6 Months Rent Free;Franchise Only

For

per

sona

l use

onl

y

6

4. Organisation chartExecutive Chairman

ALLAN ENGLISH

Chief FinancialOfficer

DOUG MCALPINE

Finance

Credit & Risk

IT

Executive GeneralManager - North

DAMIEN GUIVARRA

Northern RegionSales

Northern RegionCustomer Service

Remarketing &Distribution

Executive GeneralManager - South

SYLVIA PO-CHING

Southern RegionSales

Southern RegionCustomer Service

Remarketing &Distribution

Executive GeneralManager - CanadaKRISTIAN THANAS

Canada Sales

Canada CustomerService

Remarketing &Distribution

Chief People OfficerLESLEY LODGE

Quality Training &Coaching

Human Resources

National Sales &Marketing Manager

KEVIN SAVVAS

Marketing

Franchise

Long Term Rentals

For

per

sona

l use

onl

y

7

4.1 Silver Chef leadership team

Doug McAlpineChief Financial Officer

Doug is a Chartered Accountant and commenced as Silver Chef's Chief Financial Officer in August 2014. He brings to the company 15years of accounting and finance experience, including Financial Officer and Company Secretary of public companies in Australia. Hisprevious experience includes Chief Financial Officer of Stanmore Coal Limited and prior to that Chief Financial Officer of Watpac Limitedand Ariadne Limited. Doug has strong competencies in the areas of accounting, financial management, corporate governance and riskmanagement.

Allan EnglishExecutive Chairman

The founder of Silver Chef Limited, Allan has had extensive experience in the hospitality and service and rental sectors. Allan was theManaging Director from 1986 to June 2010 after which he was appointed non-executive Chairman. On 13 February 2014, Allan wasappointed Executive Chairman upon the resignation of the former Chief Executive Officer. He is active in and has great interest in thenot for profit sector as well as acting as Director for the English Family Foundation.

Damien GuivarraExecutive General Manager, Northern Region and Chief Operating Officer designate 1 September 2015

With Silver Chef since 2005, Damien joined as General Manager - Marketing. In 2011 Damien assumed national responsibility for SilverChef Sales team. In 2013 Damien was appointed Executive General Manager Northern Region and is responsible for the operationalmanagement of Silver Chef and GoGetta in Queensland, New South Wales and New Zealand.

For

per

sona

l use

onl

y

8

4.1 Silver Chef leadership team (cont’d)

Kristian ThanasExecutive General Manager, Canada

Kristian joined Silver Chef in 2012 as part of a new business development role in the hospitality sector in NSW. With a significant personalhistory of entrepreneurial activity in starting and selling his own businesses in the hospitality sector, he was an integral member of the Canadianstart up team in late 2013. Kristian has historically been a Silver Chef customer and vendor providing him with a unique insight into the SilverChef business model, value system and the company’s objectives for its stakeholders. Kristian is now Executive General Manager of theCanadian business overseeing the growth within that rapidly growing market and is also a member of the company's executive managementteam.

Sylvia Po-ChingExecutive General Manager, Southern Region

The longest serving member of Silver Chef Group's leadership team, Sylvia has been with the business since 1999. Sylvia has previously takenthe principal responsibilities for operational development and new market expansion. She played a pivotal role in establishment of operationsin New Zealand and translated that success into the Canadian market. Sylvia has returned to Australia and is now responsible for the operationalmanagement of Silver Chef and GoGetta in Victoria, South Australia, Western Australia and Tasmania.

Kevin SavvasNational Sales & Marketing Manager

Kevin Savvas started with the company in 2011 as the Northern Region Sales Manager for Silver Chef implementing key strategic initiatives thatled to exceptional growth in a core market. Kevin’s approach to innovation and leadership is derived from his extensive experience in theadvertising and technology space. Since that initial role, Kevin has held three progressive roles in the organisation working across the Silver Chefand GoGetta brands. His management and leadership experience and demonstrated ability to generate acquisition results across both brandsmade him the ideal candidate for the National Sales & Marketing Manager role on the Executive Leadership Team. Kevin’s remit for the role isto provide support to the regions and directly lead the national marketing, franchise, coffee and long term rental functions of the business.F

or p

erso

nal u

se o

nly

9

5. Strong growth in acquisitions and group assets

Book value of rental assets and lease receivables Group asset acquisitions

For

per

sona

l use

onl

y

10

6. Excellent revenue growth from asset base Revenue up 21% to $171.0 million (FY14: $141.3

million). Hospitality revenue up 16% to $110.1 million

(FY14: $94.6 million) GoGetta revenue up 31% to $57.4 million (FY14:

$43.9 million) GoGetta proportion of asset base continues to

increase

HospitalityAustralia 59%(FY14: 63%)

GoGetta 36%(FY14: 33%)Hospitality

NZ 4%(FY14: 4%)

HospitalityCanada 2%(FY14: 0%)

Assets by segment

Revenue by segment

For

per

sona

l use

onl

y

11

7. GoGetta – Transport and construction focus Increased focus on transport sector - light

commercial vehicles, trucks/trailers and small tomedium sized construction equipment

Currently only a small share of a very deepmarket with growing appetite for flexible financeoptions

Strong secondary market for used assets

Key divisional statistics - GoGetta

Employee numbers 48

Rental asset numbers 16,076

Rental asset costs $117.6m

Rental asset WDV $88.5m

Finance lease receivables $11.9m

Average contract life 24 months

Average contract size $28,403

Customer numbers 3,992

GoGetta rental asset base by sector

Construction16% Fitness

7%

Other5%

Retail5%

Trades4%

Transport63%

For

per

sona

l use

onl

y

12

8. Hospitality Australia – Growth in a maturingmarket

Segment performing in line with expectations, althoughincreasingly competitive environment

Enhancing annuity stream income through converting customersto traditional long term finance leases

Growth opportunities being explored within franchise sector,aged care and pubs & clubs

Key divisional statistics – Hospitality (Australia)

Employee numbers 96

Rental asset numbers 64,050

Rental asset costs $191.5m

Rental asset WDV $113.4m

Finance lease receivable $18.7m

Average contract life 29 months

Average contract size $10,381

Customer numbers 10,383For

per

sona

l use

onl

y

13

9. Hospitality Canada – Solid platform for growth Cash profit break even position during the period

Presence now in Toronto, expanding national reach

Strong support for Silver Chef’s product andbusiness model

Suppliers are proactively supporting our entry intothat market based on our high levels of customerservice

Steady growth in the hospitality sector supportedby growth in tourism

Strong interest from franchise customers

Key divisional statistics – Hospitality (Canada)

Employee numbers 12

Rental asset numbers 1,674

Rental asset costs CAD $6.3m

Rental asset WDV CAD $5.5m

Customer numbers 697

Population1 Foodservice Market2 Total outlets2

Canada 35 million $US63 billion 109,213

1. Source: BIS Shrapnel2. Source: The Mezzanine Group – Market Research Report (September 2013)

Note - Amounts are population in thousands

For

per

sona

l use

onl

y

14

10. Hospitality New Zealand – Strongeconomic fundamentals

Head office in Auckland with dedicated local customer support team

Strong growth in North Island with increasing acquisition volumes inSouth Island

Growing sales team

Strong opportunities in coffee channel

Key divisional statistics – Hospitality (New Zealand)

Employee numbers 4

Rental asset numbers 3,750

Rental asset costs NZD $13.7m

Rental asset WDV NZD $9.5m

Customer numbers 668

Christchurch

Auckland

Population1 National Sales2 Total outlets2

New Zealand 4.6 million $NZ 8 billion 15,366

1. Source: Stats- Govt NZ2. Source: Restaurant Association of New Zealand (March 2014 est)

For

per

sona

l use

onl

y

15

82% of the year’s asset acquisitions funded from internally generated cashflows $32M of debt drawn under the CBA bilateral facility during the year and $9M of new equity raised in March

2015 Senior debt arrangements successfully restructured post year end, providing improved borrowing terms and

creating substantial headroom

Equity Debt (Senior) Debt (Notes) Debt (Asset Backed Funding)

o Gross gearing no more than 70%

o Reinvestment of cash operatingprofits into rental asset base

o Modest equity issuances sixmonthly linked to shortfall arisingfrom dividend reinvestment plan

o Attractive dividend policy to bemaintained

o Existing bilateral facility with CBAreplaced with 5 bank seniorsyndicated facility

o Senior syndicated facility providesimproved maturity to the group’sdebt profile and createssubstantial headroom to supportgrowth

o All $30 million of 8.5% fixed ratenotes to be redeemed inSeptember 2015

o NPV of early call very attractive

o The company is evaluating nextsteps to implement ABS against itslease and rental contracts

Capital Management Strategy

11. Capital management

For

per

sona

l use

onl

y

16

12. Senior debt syndication outcomes Transitions SIV from a bilateral business banking

facility to the syndicated loan market

Strong appetite observed from the senior debtmarket with indicative offers significantly in excess of$300M target

Loan tranching was structured in 3 and 5 year AUDtranches and also includes a 3 year CAD trancheprovided by HSBC Canada:

Tranche A AUD 123 million (Tranche A1) andAUD 20 million equivalent NZD sublimit(Tranche A2), 3 years

Tranche B AUD 125 million, 5 years

Tranche C CAD 30 million, 3 years

Margins on 5 year tranche lower than SIV’s existing 2year facility costs

First drawdown to repay the existing CBA bilateralfacility, followed by a further drawdown to repay the$30M of corporate loan notes

$300 million limit to be reduced to the extent SIVissues bonds in the future, to ensure gross gearinglevels are maintained

Objective Outcome

Capitalrequirement

• $300 million syndicated facility provides head room of approximately $150million, expected to cover debt capital requirement for next 4 – 5 years (underbase case)

Capitalstructure,amortisation

• Lenders willing to rely on financial covenants and loan purpose for protection,no amortisation of principal

• Lenders accept unfettered dividend policy, SIV to manage in conjunction withuse of DRP and DSA.

• Asset backed borrowing under consideration, strong ABS and warehousecapability exists within new bank group

Maturityprofile(duration)

• Introduction of $143m 3 year and $125m 5 year bank loan tranches reducesrefinancing risk and provides flexibility

• Weighted average maturity (duration) increased from 1.6 to 3.8 years

Pricing • Pricing of 3 and 5 year tranches at the low end of funding costs reported inrecent public company debt transactions

• Higher cost FIIG notes to be redeemed in September 2015

Diversity offundingsource

• Preservation of existing relationship with CBA (agent, security trustee, largesthold)

• Support from three domestic majors, an international and a regional bank

Covenants • No deterioration to covenants which applied under the CBA bilateral facility• Documentation aligned with APLMA standards

Flexibility • Allow SIV to investigate ABS and other capital markets opportunities• There is no mandatory initial hedging that impedes consideration of options

Currency • Dedicated CAD and NZD tranches to support growthFor

per

sona

l use

onl

y

17

13. Credit and Residual Asset Risk Additional conservative provisioning in 1H15 as a result of review of collection processes Long term provisioning for doubtful debts and impairment normalising in range of 2-3% per annum Client base remains highly diversified - largest client represents less than 1.0% of rental income

0.3%

0.8%1.1%

2.2%

1.5%

3.3%

2.6%

0.7%0.6%

1.1%

2.6%

0.0% 0.1%

1.0%

3.5%

0.4%

0.8%1.0% 1.1%

1.4%

3.5%

3.1%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15

Bad debts to rental income Impairment loss to rental asset WDVFor

per

sona

l use

onl

y

18

14. Earnings and returns improvingHistorical Returns

Continued improvement toearnings and return metricsdriven largely by betterleverage from groupoverheads

For

per

sona

l use

onl

y

19

15. Profit & Loss$ millions FY11 FY12 FY13 FY14 FY15

Revenue 62.9 84.2 114.4 141.3 171.0

Expenses from ordinary activities (18.9) (25.6) (33.8) (42.6) (57.9)

Loss on sale of plant and equipment (2.4) (4.5) (4.5) (5.4) (6.1)

Earnings before interest, depreciation,amortisation, impairment and tax (EBITDAI) 41.6 54.1 76.1 93.3 107.0

Depreciation and impairment (27.7) (36.0) (52.7) (68.4) (76.9)

Finance costs (4.2) (5.0) (6.8) (7.0) (7.8)

Profit before income tax 9.7 13.1 16.6 17.9 22.3

Income tax expense (3.0) (4.1) (5.1) (5.2) (6.8)

Net profit after tax 6.7 9.0 11.5 12.7 15.5

Earnings per share

Basic earnings per share (cents) 29.7 37.4 41.5 43.4 51.9

Diluted earnings per share (cents) 29.6 37.3 41.4 43.4 51.9

No deterioration in loss rateas % of revenue or % of assets

Reduction in financing costsanticipated based onrefinancing and noteredemption

Effective tax rate still 30%,but will start to reduce as NZand CAD profits increaserelative to Australia

For

per

sona

l use

onl

y

20

16. Financial Position$ millions FY11 FY12 FY13 FY14 FY15

Assets

Cash 1.5 0.7 1.3 1.5 1.6

Trade receivables and other 3.4 2.6 3.9 5.6 8.5

Lease receivables - - - 11.5 30.6

Other current assets 1.7 2.5 1.6 0.6 2.3

Rental assets at WDV 94.8 129.2 173.5 188.1 216.0

Other non current assets 5.3 7.2 9.7 11.1 12.9

Total assets 106.7 142.2 190.0 218.4 271.9

Liabilities

Trade and other payables 21.4 27.6 34.8 39.1 44.5

Tax payable 1.8 1.3 2.9 0.8 -

Employee benefits 0.6 1.2 1.9 1.3 2.3

Loans and borrowings 51.8 66.9 92.2 109.5 141.1

Total liabilities 75.6 97.0 131.8 150.7 187.9

Net Assets 31.1 45.2 58.2 67.7 84.0

Substantial growth in long termrental contract portfolio

Growth in debtors linked torevenue growth, but betterdebtor management practicesimplemented

Growth in asset acquisitions andtiming of accounts cut-off at 30June 2015

For

per

sona

l use

onl

y

21

17. Cash Flow$ millions FY11 FY12 FY13 FY14 FY15

Net cash from operating activities 43.4 56.4 75.3 89.4 103.3

Payments for plant and equipment (67.2) (94.4) (126.1) (139.1) (184.0)

Proceeds from sale of plant and equipment 14.8 19.1 24.2 35.1 48.3

Net proceeds from borrowing 8.9 12.9 26.3 17.4 32.0

Proceeds from issue of shares 3.5 10.3 8.8 3.5 9.0

Dividend paid (3.4) (4.8) (7.2) (6.9) (7.6)

Other 0.1 (0.3) (0.7) 0.8 (0.9)

Increase/decrease in cash in period 0.1 -0.8 0.6 0.2 0.1

Cash at end of 30 June/31 December 1.5 0.7 1.3 1.5 1.6

Strong operating cash result

82% of asset acquisitionsfunded from operatingcashflow

March placement priced at$8.14, 1.2 million sharesissued

Included proceeds from saleof non core properties

For

per

sona

l use

onl

y

22

• Silver Chef is committed to conducting its activities inways that produce social, environmental and economicbenefits for communities in Australia and around theworld

• Our largest shareholder is a non-profit foundation thatuses its dividend income to support OpportunityInternational and other charities

• Silver Chef employees internally fundraised $51,138 in2015 which the company matched dollar for dollar

• In conjunction with Opportunity International, Silver Chefhas managed to fund 537,289 people out of poverty

• Silver Chef Gained accreditation as a B Corporation. BCorporation is validation of a companies commitment tosocial and environmental responsibility

22

18. Corporate and social responsibility

For

per

sona

l use

onl

y

23

4.3% growth rate across Australian restaurant industry overthe past 5 years creating ongoing funding opportunities

Strong ongoing demand for coffee and dining out will createongoing funding opportunities even though the market ismaturing in Australia

Canadian business budgeting for positive net accountingprofit contribution in 2016

Large network of quality finance brokers creating a strongfoundation for future GoGetta growth

Strong GoGetta expected to continue throughout 2016

Continue to invest in our people, systems and processesensuring we maximise our growth potential

23

19. Outlook

For

per

sona

l use

onl

y